It’s not just you; it’s not just me. The acronym VUCA is more popular than ever. The acronym stands for volatility, uncertainty, complexity, and ambiguity.
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When we started Indigo Anchor in 2018, we knew we would be a different kind of management consulting firm. We would not be interested in fancy suits, not interested in churning out reports that were unhinged from real change. Nor would we be interested in peddling the latest organizational pop psychology.
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Scholars often cite naval aircraft carriers as prototypical examples of “high-reliability” organizations. Such organizations, they suggest, are able to engage daily with risky technologies in a remarkably safe manner because of the ways in which people interact, communicate, and adhere to common principles.
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The pool we frequent has lifeguards. But their vigilance will never match mine.
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Most executives with whom I interact get it—they know that the culture of their organization must be aligned with what it needs to accomplish in order to compete and win.
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Like many well-intentioned executives and managers I’ve met, it’s likely that you genuinely want to engage your team; you want them to feel like active participants in the decision-making process.
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We must never forget that leadership is fundamentally about our relationships—and our effectiveness is often a function of the quality of our interactions with those around us.
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